1. “Power Your Business through
implementing lean Tenants”
Krishnamurty VG Pammi
IVY Comp etch Private Limited
Hyderabad India

2. Context
No
Program
Areas that
Revenue Duration needed
Attention
Sustenance Engineering - Test the
Compatibility of 2000 selected
1
50 Million 3 years
Application suit on Pre-released
and Released Operating systems
Development and Maintenance of
Telecom Apps (DNS and DHCP
2
4.5 Million 3 years
services for IPv4 and IPv6
networks)
3 Evangelize pre-released products
Yukon (SQL Server 2005) –
Whidbey (Visual Studio 2005) and
Long Horn server (Business Layer) 1 Million
1.5 Years
Lean Tenants Applied
- Value Stream Mapping Method
- Dependency Structure Matrix
- Work Load Levelling (through Complexity
Analysis, Resource Profiling
Work Load Levelling)
- 5S (Sort, Straighten, Shine, Standardize and
Sustain)
- Single Minute Exchange of Dies (Test
Automation)
- Time To Market is - Value Stream Mapping Method
more
- Visual Control Boards
- Low Quality
- Work Allocation
- Customer
- Dependency Matrix Structure
Involvement
- 5 Why
- Long Cycle Service
Requests with AS-is
Process
(Clarifications,
Scope Increase, low - Value Stream Mapping Methods
end user touch
- Visual Control Boards
time)
- Concurrent Engineering
- Long Cycle
Regression Window
- Less productivity
- Ineffective Work
Allocation Process
- Long Setup
Stabilization Time
Lean
Benefits
20%
16%
13%

3. Context…
No
Program
Areas that
Revenue Duration needed
Attention
Sustenance Engineering - Support a
47.5
4 Pharmaceutical Company's IT
Million
Division
3 years
Development of Scan, Sync and
Setup tools that replaces CD based
5 software updating procedure and 0.5 Million 1 Year
testing the same on Localized
languages
Lean Tenants Applied
-Value Stream Mapping Methods of top 20%
Incident generation Modules
-Team unable To
Work Load Levelling (through Complexity
meet Service Levels
Analysis, Resource Profiling
during Transition
Work Load Levelling)
Visual Boards
'-Ineffective
Collaboration
- Respond To
Change was Poor
Concurrent Engineering
Visual Control Boards
Lean
Benefits
11%
12%

4. Business Levers…
Value Driven Development - Establish common understanding about the
value we create for customer across the performing team
Continuous Stakeholder involvement - Enable Early Feedback through
continuous integration and short cycle iterations
Rolling Waving Planning – A Framework that helps us address requirement
ambiguities
“Right Person for the Right Task” – Establish an efficient work allocation
process.

5. Business Levers…
“No Compromise on Quality” through set of handy standards and guidelines
Empowering individuals at the front-line, thereby motivating them
Incorporating continuous improvement mindset. Looking at the ways to
decrease the possible Waste in this process.
Visual Controls – Establish framework to help detect early warnings

6. Practical Insights….
Goal – “Sustainable shortest lead time, best quality and value (to people and
society), most customer delight, lowest cost, high morale, safety”.
Respect For
the People
Create process flow to surface problems
Use pull systems to avoid overproduction
Level out the workload
Stop when there is a quality problem
Standardize tasks for continuous
improvement
Use visual control so no problems are hidden
Use only reliable, thoroughly tested
technology
Continuous
Improvement
Go-See
Kaizen
5 Whys
Learn to see the “whole” – Adapt “Kaizen” mindset
(each individual employee is given the opportunity to find problems in his own way
of working, to solve them and to make improvements.)

7. Experiments with Lean
Tenants
No
Focus Area
1
Understand Customer definition of
Value &
Connect Customer Value to single
piece flow
2
3
4
5
Lean Tenants
A) Value Stream Mapping Method
B) Takt Time
A) Design Structure Matrix
Work Allocation Process
B) Work Load Leveling
C) Value Stream Mapping Method
Optimize Test Setup
A) 5S
Media Management
B) Pull
App Library Issues
C) SMED
D) Visual Controls
E) Concurrent Engineering
F) 5 WHY
A) Visual Controls
B) 5 WHY
C) Visual Controls
Continuous Improvements/Efficiencies
D) Automation
E) Concurrent Engineering
F) Value Stream Mapping Method
Capacity Utilization
A) Work Load Levelling

8. 1. Value Stream Mapping
Flow – Value Stream Mapping methods
helps us optimize as a whole
Everybody understands what customer
expects and corresponding acceptance
criteria
Expose hidden Bottlenecks in the flow Brings good information as to what is
really going on in the field
Team will arrive at common point of
thinking
Team Bonding because of transparent
communication and collocation
Productivity Improvement and cycle Time
Reduction
Team is now open for new ideas.

9. 2. Design Structure Matrix
R1
R3
R4
Benefits
Lets you analyze the dependencies among
the requirements
R2
Helps you identify Cyclic Dependencies
Take preventive actions
Requirement
R3 R1 R2 R4
Independent
R3
X
Coupled
R1
1
X
1
Coupled
R2
1
1
X
Dependent
R4
1
1
X

10. 3. Level the workload
Establish efficient Work Allocation process through
application of lean tenants
“Takt Time” [ No. of Features/ Unit Time]
“Design Structure Matrix”,
“Work load levelling”.
DSM Analysis
Complexity
Analysis
Work Allocation
Resource
Profiling

11. 4. Concurrent Engineering
5 Core Principles of Concurrent Engineering
 High value features first
 Multiple phases with smaller release cycles
 Detailed planning (DSM)
 Early Feedback through continuous
integration and short cycle iterations
 Elaborative approach – set based thinking
 Design alternatives
 Rapid Prototyping
 Implement quickly
 Reuse of prototypes
 Early completion with additional headcount
 Integrated Review with Coding – pair
programming
 Delay decisions as late as possible
 Phase concurrency between development &
 Push features requiring clarity to later
test
releases
When Requirements keep changing, Concurrent Engineering
helps planning iterative releases taking Customer, Team into
confidence.

12. 5.Continous Improvement
Single Minute
Exchange of Die
Automation
Usage of Out of Box
Tools like Medusa etc.
5S
ID
Task
1
Select configuration
1.1
Chassis options
1.2
Modem options
1.3
Traffic generator options
1.4
Optional components
2
Schedule resources
3
Shelf assembly
3.1
Collect components
3.2
Seat cards
3.3
Interconnect
4
Download package
5
Initialize setup
ON
OFF

13. 6. Improve Quality Through
“Go and See Yourself”,
“5 whys”
“Standardize the procedures”

14. 7. Visual Controls
Bug Trend (Bug Created Vs Bug Resolved)
Bug Count
20
18
16
14
12
10
8
6
4
2
0
14- 15- 16- 17- 18- 21- 22- 23- 24- 25- 28- 29- 30- 3114511/6/ 11/7/ 11/8/
Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Oct- Nov- Nov- Nov2013 2013 2013
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
13
Created #
0
6
3
3
2
4
9
6
6
9
9
11
1
13
3
5
6
4
4
11
Resolved #
0
8
5
3
2
3
7
13
18
5
2
10
1
0
5
4
18
6
3
6
#QA Verified + Closed
0
2
6
11
0
12
12
4
16
1
13
3
0
3
1
2
1
2
8
5

15. Lean – Accelerator our business:
It helped us focus on creating value to
customers – Thus, we achieved high
customer satisfaction
It helped us establish Handy and Flexible
practices
It empowered individuals at front line and
thus achieved high motivation levels
Team inculcated “Continuous mind-set”
Financial benefits we are able to power up